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Anna University Engineering Question Bank

MG 1351 - Principles of Management

UNIT I - OVERVIEW OF MANAGEMENT

2Marks

1. Define Management.

Management is the process ofdesigning and maintaining of an environment in which

individuals working together in groups efficiently accomplish selected aims.

Management is the art of getting things through and with people in formally organized

groups.

Ex: Human Resource Management, Financial Management.

2. Is Management - an art or science?

Management is the art of getting things done from people. It has the following featuresthat make it an art.

Creative

Individual approach

Application and dedication

Initiative and

Intelligence.

Management also involves a systematic approach towards designing and maintaining

an environment in which individuals work together in groups to effectively

accomplish selected aims. The following features make it a science.

Systematic decision making

Universal management process

Situational output and

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Universally accepted management.

Thus management can be called both as an art and science.

3. Give some features of Management.

Management is the process of designing and maintaining an environment in which

individuals working together in groups effectively accomplish selected aims.

The features of Management include:-

Purposeful and goal oriented

Dynamic

Multidisciplinary

Jobs accomplished by others

Associated with groups

Intangible

Continuous process and

It is aided but not replaced by computers.

4. What are the essential skills of Managers?

Skill refers to expertness, practical ability, or facility in an action or doing something.

The major skills required or expected out of managers are:-

Technical skills Pertaining to knowledge and proficiency in activities involving

methods and procedures;

Human skills Ability to work effectively with other persons and to build upcooperative group relations to accomplish organizational objectives;

Conceptual skills Ability to recognize significant elements in a situation; and to

understand the relationship among those elements; and

Design skills Ability to solve problems in ways that will benefit the enterprise.

5. Define Scientific Management.

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Scientific management involves specific method of determination of facts through

observation. The concept of scientific management was introduced by Frederick

Winslow Taylor in the USA in the beginning of 20th century. It was further carried on

by Frank and Lillian Gilbreth, Henry Gantt, etc. It was concerned essentially with

improving the operational efficiency at the shop floor level.

Scientific Management is concerned with knowing exactly what you want men to doand then see in that they do it best and cheapest way.

6. List the principles of Scientific Management.

Scientific management was introduced by F.W Taylor who is known as the Father of

Scientific Management. He adopted scientific methods to increase the productivity andgreater efficiency in production.

The principles of Scientific Management are:-

Separation of planning and working

Functional foremanship

Job analyzers

Time study

Motion study

Fatigue study

Standardization

Scientific selection of training

Financial incentives and

Economy and mental revolution.

7. What is the Rule of the Thumb?

Traditionally a rule was used in management that laid emphasis on estimation rather

than precision. Prior to scientific management, skilled craftsmen who had learned theirjobs in lengthy apprenticeships performed work. They made their own decisions about

how their job was to be performed. This is known as the Rule of the thumb.

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It lays emphasis on estimating a situations solution. This rule was replaced by F.W

Taylors rule of Scientific Management.

8. List the contributions of Fayol towards Management.

Henry Fayol is a French industrialist whose contributions are termed as operational

management or administrative management. He followed The Classical Approach tothe evolution of management thought. His contributions are given as follows:-

Grouping of activities of an industrial organization into six groups, namely-

Technical, commercial, financial, security, accounting and managerial;

Identified six types of qualities of a manager are- Physical, mental, moral,

educational, technical and experience;

Fourteen principles of Management namely- Division of Work, Authority and

responsibility and so on; and Five elements/functions of management- Planning,

organizing, commanding, coordinating and controlling.

9. What do you mean by Scalar Chain?

Scalar Chain is the number ofdifferent levels of authority through which decisions

are passed in the organization. It suggests that each communication going up or coming

down must flow through each position in the line of authority. The scalar chain ofcommand of reporting relationships from top executive to the ordinary shop operative or

driver needs to be sensible, clear and understood. The same levels of hierarchicalpositioned people in different departments of an Organization communicate with each

other by establishing a plank.

10. What do you mean by Espirit de Corps?

Henri Fayol emphasized the need forbuilding and maintaining of harmony among the

work force, team work and sound interpersonal relationships which is Esprit decorps. It is one of the 14 principles of management laid by Fayol. It is a French word that

means Feelings of harmony and union among personnel. Union is strength is whatthis phrase directly implies. It emphasizes that all employees should cooperate andcoordinate with each other, which is very essential for the organizations growth.

11. What are the various levels of Management?

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individuals working together in groups effectively accomplish selected aims. The basicthree levels of management are:-

Top level management (Features: Decision-making, Policy formulation, etc.

Positions held: Board of Directors, Managing

Director, CEOs, COOs, etc.)

Middle level management (Features: Staffing, Directing, etc.

Positions held: Finance manager, Marketing

manager, Production manager, etc.)

Low level management (Features: Implementing, Time scheduling, etc.

Positions held: Supervisors, Foremen, etc.)

12. What are the roles played by a Manager?

Role is defined as the pattern of behaviour which is defined for different positions. Amanager in an organization has different tasks to be accomplished. His functions in an

organization are not restricted to one area. He has different contexts of managing which

are said to be different roles played by him. Managerial roles depend on the formalauthority which is delegated to the manager in an organization. The following are his

roles:-

INTERPERSONAL ROLES INFORMATIONAL ROLES DECISIONAL ROLES

(i) Figurehead (i) Recipient (i) Entrepreneurial

(ii) Leader (ii) Dissemination (ii) Disturbance handler

(iii) Liaison (iii) Spokesperson (iii)Resource allocator

(iv) Negotiator

13. What are the functions of management?

Management is the art of securing maximum results with minimum effort so as to

secure maximum prosperity and happiness for both employer and employee and give thepublic the best possible service.

The functions of Management are:

* Planning conscious determination of future course of action.

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* Organizing process of dividing work into convenient tasks or duties.

* Staffing manning of the various positions created by the organization.

* Directing includes communicating, motivating and leading.

* Controlling involves comparison of actual results with expected results as

set by the planning process.

14. What is the classification of Business organizations?

A Business organization comes into existence when there are a number of persons incommunication and relationship to each other and are willing to contribute towards a

common objective. The classification of Business Organizations is:

* Sole proprietorship concern

* Partnership concern

* Joint Stock Companies

- Private Limited Company

- Public Limited Company

* Co-operative societies

* Public and Private Sector Companies.

15. Define Sole proprietorship.

A Business unit that is owned and controlled by a single individual is known as a sole

trading or sole proprietorship concern. He uses his own savings for running the business.

The sole trader makes all purchases and sells on his own and maintains all the accounts.

He alone enjoys all the profits and bears all the losses.

Ex: A Fancy store.

16. What do you mean by a Partnership firm?

A partnership is an association of two or more persons to carry on business and to share

its profit and losses. The relation of a partnership arises from contract. The maximum

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number of partners is limited to 10 in the case of banking business and 20 in the case of

other business.

Ex: Chand & Co.

17. What do you understand by the term Joint Stock Company?

By a Company we mean an association of many persons who contribute money ormoneys worth to a common stock and employs it in some trade or business and alsoshares the profit and loss as the case may be arising there from.

There are two types of Joint stock companies:-

* Private Limited company Ex: M/s Key Media Pvt. Ltd.

* Public Limited company Ex: M/s Pearl credits Ltd.

18. Who is (i) an active partner (ii) a sleeping partner?

Active partner: Any partner who is authorized by others to manage the business is

known as active partner.

Sleeping partner: Any partnerwho does not express his intention to participate in thebusiness can be called as a sleeping partner. He will be just an investor who has a right to

share profits.

19. What is a Co-operative Enterprise?

A Co-operative enterprise is a voluntary association of persons for mutual benefit and

its aims are accomplished through self-help and collective effort. It may be described asa protective device used by the relatively less strong sections of society to safeguard their

economic interests in the face of exploitation by producers and sellers working solely formaximizing profits.

Ex: AAVIN Milk Federation Cooperative Society.

20. What is a Private limited company?

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A Private limited company is a company which has a minimum paid up capital as may

be prescribed. It can be incorporated with just two persons. It can have a maximum of 50

members. It cannot go in for a public issue. It restricts the transfer of its shares. It is

particularly suitable for industrial ventures which can get many concessions in respect of

income tax.

Ex: M/s Key Media Pvt. Ltd.

21. What is a Public limited company?

A Public limited company should have a minimum of 7 members and the maximumlimit is unlimited. It can issue shares to the Public. The financial statement should be

sent to all the members and to the Registrar of Companies. The shares of a public limitedcompany can be transferred by the members to the others without any restriction by the

company. Such transfers are made through organized markets called stock markets or

stock exchanges.

Ex: M/s Pearl creditsLtd.

22. What is a Public sector Enterprise?

Public enterprise or State enterprise is an undertaking owned and controlled by thelocal or state or central government. They are financed and managed by the

government. They are started with a service motive.

Ex: NLCLtd.

23. What is a Public Corporation?

A Public corporation is an autonomous body corporatecreated by a special statute ofa state or central government. A public corporation is a separate legal entity created fora specific purpose.

Ex: LIC.

24. What is social responsibility?

By Social Responsibility, we mean the intelligent and objective concern for the

welfare of society that restrains individual and corporate behaviour from ultimatelydestructive activities, no matter how immediately profitable, and leads in the direction of

positive contributions to human betterment, variously as the latter may be defined.

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25. What are Values?

Values are defined as global beliefs that guide actions and judgments across a variety

of situations. Human values are the core of ethical or unethical behaviour. Values

represent basic convictions that a specific mode of conduct is personally sociallypreferable to an opposite mode of conduct.

16 Marks

1. Trace the evolution of managementwith reference to the contributions made

by management thinkers.

Management is defined for conceptual, theoretical and analytical purposes as

that process by which managers direct, maintain and operate purposive

organizations through systematic, coordinated, cooperative human efforts.

Management is a process involving planning, organizing, staffing, directing and

controlling human efforts to achieve stated objective in an organization.

Contributions of:

Peter Drucker

F.W. Taylor

Elton Mayo

Henri Fayol

Max Weber

Henry Gantt

Frank & Lillian Gilbreth.

These contributions came bit by bit and in haphazard manner and have failed to

stimulate to study management as a distinct discipline. However their ideas created an

awareness about managerial problems.

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2. What is the role of scientific management in the modern era?

Scientific management involves specific method of determination of facts throughobservation. The concept of scientific management was introduced by Frederick

Winslow Taylor in the USA in the beginning of 20th century. It was further carried onby Frank and Lillian Gilbreth, Henry Gantt, etc. It was concerned essentially with

improving the operational efficiency at the shop floor level.

Scientific Management is concerned with knowing exactly what you want men to do

and then see in that they do it best and cheapest way.


Scientific Management. He adopted scientific methods to increase the productivity andgreater efficiency in production.

The Features of Scientific Management are:-



Job analyzers

Time study or Work measurement

Method study

Motion study

Fatigue study

Standardization


Financial incentives

Economy and

Mental revolution.

Role of scientific management in the modern era

Paved way for progress in productivity

Employee-Employer relationship to be harmonious

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Training & Development is the necessity of the hour

Elimination of wastes through quality management is a control measure

Optimal utilization of resources made possible.

Scientific management is still considered the basic idea for paving the way of modernmanagement approach.

3. Explain the contributions of F.W.Taylor to Management.

Scientific Management is concerned with knowing exactly what you want men to doand then see in that they do it best and cheapest way.


Scientific Management. He adopted scientific methods to increase the productivity and

greater efficiency in production.

Principles of Scientific Management:

Replacing Rule of thumb with science

Harmony in group action

Cooperation

Maximum output and

Development of workers.

The Features of Scientific Management are:-



Job analyzers

Time study or Work measurement

Method study

Motion study

Fatigue study

Standardization

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Financial incentives

Economy and

Mental revolution.

Benefits of scientific management

Taylors scientific management is more relevant to mechanization and automation-

technical aspect of efficiency- than the broader aspects of management of an

organization. It created awareness about operational efficiency at the shop floor level

than at the higher levels.

4. Explain the contributions of Henri Fayol.

Management is simply the process of decision-making and control over the action ofhuman beings for the expressed purpose of attaining pre-determined goals. Management

is the art of getting things through and with people in formally organized groups.

Administrative Theory of Management Usage of the term Administration; the

Six activities of an industrial organization namely, technical, commercial, financial

security, accounting and managerial.

Fourteen general Principles of Management Division of work, Espirit de corps.

Five Elements of management Planning, Organizing, Commanding, Coordinating,

Controlling

Six Managerial qualities Physical, Mental, Moral, Educational, Technical andExperience.

Fayol made a clear distinction between management principles and management

elements. These principles are flexible and capable of being adopted to every need. It

is a matter of knowing how to use each of them which is a difficult art requiring

intelligence, experience and proportion.

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5. Explain the contributions of Abraham Maslow and McGregor.

Motivation is one of the most important factors affecting human behavior and

performance. This is the reason why managers attach great importance to motivation

in organization setting. Motivation represents an unsatisfied need which creates a

state of tension or disequilibrium, causing the individual to move in a goal directed

pattern towards restoring a state of equilibrium by satisfying the need.

THEORY X AND THEORY Y

Douglas McGregor proposed two distinct views of human beings: on basically

negative, labeled Theory X, and other basically positive, labeled Theory Y. After

viewing the way in which mangers dealt with employees, McGregor conclude that a

managers view of the nature of human being is based on a certain grouping of

assumptions and that he or she tends to mold his or her behavior toward employees

according to these assumptions.

Under Theory X, the four assumptions held by mangers are:

1. Employees inherently dislike work and, whenever possible, will attempt to avoid it.

2. Since employees dislike work, they must be coerced, controlled or threatened with

punishment to achieve goals.

3. Employees will avoid responsibilities and seek formal direction whenever possible.

4. Most workers place security above all other factors associated with work and will

display little ambition.

In contrast to these negative views about the nature of human beings, McGregor listed

the focus positive assumptions that he called Theory y:

1. Employee can view work as being as natural as rest or play.

2. people will exercise self direction and self control if they are committed to the

objective.

3. The average person can learn to accept, even seek, responsibility.

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Management science or art

Management as profession and

Universality of management

Purpose

Increase efficiency

Crystallize the nature of management

Train and develop managers

Influence human behaviour

Improve research

Attain social objectives

Merits

Demerits



7. Explain the importance of management in todays dynamic business world.

Management is defined forconceptual, theoretical and analytical purposes as





Importance of management

Key elements/functions in management

Role of management in business application in functional areas of production,

marketing, Human resources, Finance and Information system.

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8. Differentiate between Management and Administration with suitable examples.

Management is simply the process of decision-making and control over the action of

human beings for the expressed purpose of attaining pre-determined goals.

Management is a process of organized activities. It involves working with people and

getting organizational objectives achieved through them. It tries to make effective

utilization of various resources.

Administration is that phase of a business enterprise that concerns itself with the

overall determination of institutional objectives and the policies necessary to be

followed in achieving these objectives. Administration plans and stabilizes the broad

lines or principles which will govern action.

Basis of differences between Management and Administration

Level in organization

Major focus

Nature of functions

Scope of functions

Factors affecting decisions

Employer-employee relation

Qualities required

Merits

Demerits

The basic point of controversy between management and administration lies in terms

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of coverage of activities. Various views expressed in this regard have led to the

emergence of three approaches namely- Administration is above management;

Administration is a part of management and Management and Administration are

same. Everyone performs all managerial functions, only relative importance of these

functions varies.

9. Outline the various forms of Business organizations.

Ownership of business is represented by the right of an individual or a group of

individuals to acquire legal title to assets for the purpose of controlling them and to

enjoy gains or profits from such possession and use.

Definition of Business

Definition of Business organization

A Business organization comes into existence when there are a number of persons in

communication and relationship to each other and are willing to contribute towards a

common objective.

Classification of business organizations

The classification of Business Organizations is:







* Public and Private Sector Companies.

Features of each business organization

Merits and Demerits

Every business organization has its own advantages and disadvantages depending

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upon its features. In choosing a particular form of organization, an entrepreneur will

try to find out how far his requirements will be met by a particular form of

organization.

10. Differentiate between a public and a private limited company.

The increased needs of modern industry and commerce could not be met by sole

proprietorships or partnerships. It was the joint stock type of organization which

facilitated the full utilization of the technical and other innovations brought in by the

industrial revolution. The Joint Stock Company is an artificial person created for

carrying on some business by an association of persons. It is recognized by law, with

a distinct name, a common seal, a common capital comprising transferable shares of

fixed value carrying limited liability, and having a perpetual succession.

Definition of Private and Public company

Compare and contrast private and public company features

The company form of organization is best suited to those lines of business activity

which require huge capital outlay and maximum stability. This type of business

organization dominates the world of industry, commerce and finance today.

11. Discuss the merits and demerits of various types of organization.




Definition of business

Classification of business organization

The classification of Business Organizations is:


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* Public and Private Sector Companies

Merits and demerits of all 5 types of business organizations


upon its features. In choosing a particular form of organization, an entrepreneur will

try to find out how far his requirements will be met by a particular form of organization.

12. Explain Public sector and Private sector enterprises with reference to

Indian Companies?




Definition of Business, Public sector and Private sector units

Characteristics/features

Advantages and disadvantages of Public and private sector companies

Examples of Indian companies

Public sector SAIL, NLC, NTPC, Indian Airlines, etc.

Private sector Tata Steel, Mahindra&Mahindra, Reliance Industries, Jet Airways, etc.


upon its features. The public and private sector units are usually large scale industries

which nurture the needs of people like power, aviation and so on.

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13. Explain the recent developments in modern management theory.

Management is defined for conceptual, theoretical and analytical purposes as





System theory of management

Features of system theory

Contingency / situational approach of management

Critical evaluation

Systems approach came in a big way in managerial analysis and raised the hope of

becoming a general and unified theory of management. In contingency approach

managers should not ignore the importance of taking actions according to the needs

of the situations.

14. Discuss the contributions of Hawthorne experiments in the development of

managerial thinking.

ELTON MAYO and his associates greatly contributed to the human relations approachand MAYO is rightly called as The Father of Human Relations Movement. Elton Mayo

conducted a few experiments to find out factors that could increase productivity. These

experiments were called THE HAWTHORNE EXPERIMENTS.

The following were the experiments:-

Illumination experiments

Bank wiring experiments

Relay assembly room experiments

Mass interviewing experiments

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CONTRIBUTIONS

Human relations Approach

Non economic awards

Social man

Organization as a social system

LIMITATIONS

Criticized for lack of scientific and vigorous research

Experiments were too narrow to warrant generalizations.

15. What are the various environmental factors that a manager should consider in

an organization?

Environment is a collectivity of all factors within the control of individual business

and beyond the control of individual business. Environment includes all the

conditions, circumstances, and influences surrounding the total organization or any of

its part. The environment may be

External and

Internal

EXTERNAL ENVIRONMENT

It greatly influences the working of every business. Its major components are:

Economic- capital, labour, suppliers, consumers and customers

Technological

Social

Political

Ethical

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INTERNAL ENVIRONMENT

It is considered with the day to day work of the various departments of an

organization. They may be

Financial aspects

HR policies and procedures

Production activities

Marketing and selling activities

Information system

The environmental forces may affect different parts of the organization in different

ways because different parts interact with their relevant external environment

differently. The impact of environmental forces on the organizations is not unilateral

but the organizations may also affect the environment. So the organizations must

either adjust to the environment or perish.

16. What are the challenges before Indian Managers?

Every business has to cope up with the external environments prevailing at different

times. This environment provides a set of outside challenges faced by the modern

Indian managers.

INFORMATION TECHNOLOGY

Revolution of IT (Computers, Internet, telecom,)

Proper training of employees required

Managers must be aware of the opportunities and threats posed to

the organization by the updated technology revolution.

GLOBALISATION OF ECONOMY

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Communication revolution brought world closer

Opening of Indian markets in MNCs

Planning of business strategies keeping in view the world

economy.

INTELLECTUAL CAPITAL

Principal assets of modern organization lie in the minds of workers

than machinery

To capture and use the knowledge of workers that is an asset.

NEWER ORGANOZATIONAL DESIGNS

CHANGING JOB PROFILE

CHANGING WORKFORCE PROFILE

INCREASING ROLE OF WOMEN EMPLOYEES

EMPHASIS ON KNOWLEDGE MANAGEMENT

In order to face the challenges that have been posed or likely to be posed, managers

have to change their practices which they have used to adopt in pre-liberalised era.

17. What do you mean by social responsibilities of Managers?

A manager has to work not only for the betterment of the organization, but also work

for the societys betterment. The society awakened and vocal by the urgency of social

problems, is asking managers what they are doing to discharge their social

responsibilities. The major components to be considered in the context of social

responsibilities are given as follows:

Social responsibility and social responsiveness

Arguments against business involvement in social actions.

Reaction and proaction

Role of government

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Influence of values and performance criteria on behavior

Social audit

Thus considering the above mentioned factors a manager should maintain a

balance between the organization s as well as societys welfare and growth.

18. Is Management a profession? Discuss.

Profession has a dictionary meaning as Calling in which one professes to have

acquired specialized knowledge, which is used either in instructing, guiding or

advicing others. Profession is a vocation requiring some significant body of

knowledge that is applied with high degree of consistency in service of some

relevant segment of society.

The following are the list of attributes of a profession and let us see if management

satisfies these criteria.

Body of specialized knowledge and techniques - YES

Formalized methods of acquiring training and experience - YES

Establishment of professional associations - NO

Code of conduct - NO

Priority of service over economy - YES

Since some of the attributes of a profession is satisfied by a management and some

are not we can say MANAGEMENT IS NOT YET A FULL FLEDGED

PROFESSION.

19. Discuss the main characteristics of an effective manager.

A manager should undertake a number of functions from planning to control. He

has to take decisions for every type of activity. The decisions of manager of

manager influence the working of an organization. The main qualities of an effective

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manager are:

Education

Intelligence

Leadership

Training

Technical knowledge

Maturity

Positive attitude

Self confidence

Foresight

Thus we can conclude that business, since it is prone to risks, a manager is

expected to possess Positive thinking without which progress in business becomes

next to impossibility.

20. Discuss whether Management is an Art or Science.

Management is the process ofdesigning and maintaining an environment in which

individuals working together in groups, effectively accomplish selected aims.

MANAGEMENT AS AN ART

Management is the art ofgetting things done from people. It has the following

features that makes it an art.

An art is often regarded as the systematic application of skill or knowledge in

effective accomplishment of results.

The following features makes management an art:-

Creative

Individual approach

Application and dedication

Initiative

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Intelligence

A science is a systematized body of knowledge acquired by mankind through.

observation and experimentation. Management also involves a systematic approach

towards designing and maintaining an environment in which individuals work

together in groups to effectively accomplish selected aims. The following features

makes management a science:-

Systematic decision making

Universal management process

Situational output

Universally accepted management.

As management fulfills both the features of art and science it can be called both as

an art and science.

21. Who are the different partners in partnership concerns? Discuss features,

merits and demerits.

A partnership concern is an association of2 or more persons to carry on business

and to share its profits and losses. In sole proprietorship financial resources and

management skills are limited. One man cannot supervise personally all the

business activities.

TYPES OF PARTNERS

Active Partner

Stepping Partner

Normal Partner

Partner in profit only

Partner by stopper

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Sub-Partner

Secret Partner

Minor as Partner.

FEATURES OF PARTNERSHIP

Agreement

Multiplicity of person

Unlimited liability

Registration

Common management

Utmost good faith

Lawful business

Sharing of profit

Contractual relations

Mutual agency.

ADVANTAGES OF PARTNERSHIP

Easy to form

Registration not compulsory

Larger financial resources

Greater management talent

Prompters in decision making

Risk of business shared by more persons

More possibility of growth and expansion of business

There can be any change in managerial setup capital and scale of

operations

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Easy dissolution.

LIMITATIONS OF PARTNERSHIP

Unlimited liability increases dissolution of firm

Lack of harmony among partners

Lack of public faith

Limited resources

Limitation of transfer of share.

22. Give the overall view of functional areas of management.


individuals working together in groups, effectively accomplish selected aims.

Management is required to achieve business objectives. In order to reach various

goals managerial activities are divided into various functions. The main operating

units of an undertaking are generally purchase, sales and storage. So management

process will require undertaking of certain functions.

The eight functional areas of management are:

Production management

Development management

Material management

Personnel management

Financial management

Marketing management

Purchasing management

Office management.

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23. Discuss Bureaucratic theory in detail.

MAX WEBER, a German sociologist who was a teacher at Berlin University was a

chief exponent of bureaucratic model. It was a rational approach wherein specific

objectives of organization are laid down are organization is designed to achieve

them and it is legal because authority stemmed from a clear defined set of rules,

procedures and functions.

Features

A clear separation between superior and subordinate

Division of labour based on competence and functional

specialization

Clear divorce between personnel and official matters

System of rules, regulations, procedures

There is hierarchy in positions based on legal authority and

power.

Merits

Demerits

Bureaucratic structure can work well when the environment is highly static and

predictable. In dynamic environment, more interaction between organization and

environment is required. There is high need for information monitoring and

processing.

24. Discuss Quantitative/Mathematical or Operations theory in detail.

Management is the process of designing and maintaining an environment in

which individuals working together in groups, effectively accomplish selected

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aims. Many theories were put forward to understand what management is, what

management theory is and how managerial events should be analyzed. We are

going to discuss 2 theories out of it, the mathematical approach and the operation

theory.

MATHEMATICAL APPROACH

This is one of the approaches of management. This theory lays emphasis on logical

thinking and rational decision-making. Thus this theory gives tools for rational

decision-making and also formulae.

Features

Mathematical processes, concepts, symbols and models

Makes management purely a logical process

Expressed as mathematical symbols and relations.

Limitations

Preoccupation with mathematical models

Many aspects in management cannot be modeled

It is hardly a school to management.

OPERATIONAL APPROACH

It is one of the approaches in management that emphasizes adoption of techniques

and knowledge from other fields and approaches.

Features

Draws together concepts, principles, techniques and knowledge from other fields andmanagerial approaches

Distinguishes managerial and non-managerial knowledge.

Develops classification system built around the managerial

functions.

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Limitations

Does not identify representing or coordination as a separate function.

The mathematical and operational approaches paved way for better analysis of

situations by building models. These approaches helped managers in decision-

making processes.

25. Explain systems approach and contingency approach in detail.

Management is the process of designing and maintaining an environment in

which individuals working together in groups, effectively accomplish selected

aims. Many theories were put forward to understand what management is, what

management theory is and how managerial events should be analyzed. Let us

discuss the systems approach and contingency approach out of it.

SYSTEMS APPROACH

A system view point may provide the important criteria to unify management

Theory. It treats various approaches such as process, quantitative and behavioral

all as one theory of management.

Features

Broad applicability

Inspite of boundaries they interact with external environment

Recognizes importance of studying interrelations of planning,

organizing, controlling.

Limitations

It can hardly be considered as a new approach in management.

CONTINGENCY APPROACH

It is also called as the situational approach. It is based on basic premises that there

is no one best way to handle any management problem.

Features

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Managerial practice depends on circumstances.

Recognizes influence of given solutions on organizational behaviour patterns.

Limitations

Difficulty in determining all relevant contingency factors and showing their relations

Very complex.

Systems approach came in a big way in managerial analysis and raised the hope of

becoming a general and unified theory of management. In contingency approach

managers should not ignore the importance of taking actions according to the needs

of the situations.

UNIT I - PLANNING

2 Marks

1. Planning

Planning involves selecting missions and the objectives and the actions to achieve them.

It ends with decision making, which is choosing the best alternative from the avail-ablefuture courses of action.

(OR)

Planning is deciding in advance what to do, how to do, when to do and who is to do it. Itis the selection among alternates of future course of action for enterprise as a whole and

each department within it. Plans involve selecting enterprise objectives and determining

ways of achieving them.

EG: The goal set for limited period like five year plans

2. TYPES OF PLANNING:

Some types of planning are:

Corporate and functional planning.

Strategic and tactical planning.

Long term and short term planning.

Proactive and reactive planning.

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Formal and informal planning.

3. MISSION:

A mission statement helps the organization to link its activities to the needs of the societyin which it operates. In short mission is a basic fundamental principles for which the

organization is created.

EG: Canara Bank Good People To Grow With

VISION:

A vision statement indicates how the organization should be, after a particular time

period

4. MBO:

Management by objectives is defined as a comprehensive managerial system that

integrates many key managerial activities in a systematic manner and that is consciouslydirected towards the effective and efficient achievement of organizational and individual

objective.

(OR)

MBO is a process whereby the superiors and the subordinate managers of an en-terprise

jointly identify its common goals, define each individual major areas of responsi-bility interms of results expected of him, and use these measures as guides for operating the unit

and assessing the contribution of each of its members. - GEORGE ODIORNE

5. POLICIES:

Policy is a statement which provides guidance in decision making to members of an

organization in respect to any course of action. Policies are the guidelines to achievegoals.

- L.M.PRASAD

(OR)

Policies are general statements of understandings which guide or channel think-ing indecision making or subordinates.

- KOONTZ and WEIHRICH

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6. TYPES OF PLANS:

Some types of plans are:

Multi use plans

Objectives

Strategies

Policies

Procedures

Rules

Single use plans

Programmes

Budgets

Schedules

Projects

Methods

7. STRATEGY:

Strategy is the determination of basic long term objectives and the adoption of course of

action and allocation of resources to achieve these goals-Alfred D Chandler.

Three definitions are indicative of more common use of strategy:

General programs of action and deployment of resources to attain comprehensive

objective.

The programs of objectives of an organization and their changes, resources used to

attain these objectives and policies governing the acquisition, use and disposition of these

resources.

The determination of basic long term objectives of an enterprise and the adoption of

course of action and allocation of resources to achieve these goals.

EG: Team goal

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8. FEATURES OF POLICIES:

Policy is a statement which provides guidance in decision making to members of an

organization in respect to any course of action. Policies are the guidelines to achieve

goals.

- L.M.PRASAD

UNIT III - ORGANIZING

2 Marks

1. Define Organization.

An identified group of people contributing their efforts towards the attainment of

goals is called an organization. Organisation is the process of establishing relationships

among the members of the enterprise.

ORGANISATION may be defined as the process of

i) Identifying and grouping the work to be performed

ii) Defining and delegating responsibility and authority

iii) Establishing relationships for the purpose of enabling people to work most

effectively together in accomplishing objectives.

2. What is the purpose of Organization?

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Organizing activities are very important for the success of an enterprise. Organization is

the foundation store upon which the whole structure of management is built. It is thebackbone of management. A sound organization can contribute to the success of an

organization by serving the following purposes-

Facilitates Administration

Increases the efficiency management

Stimulates creativity and innovation

Facilitates growth and diversification and

Facilitates co-ordination and communication.

3. What is Organizing?

Organizing is the act of rearranging elements following one or more rules. It is the

process of defining and grouping the activities of the enterprise and establishing theauthority relationships among them. Organizing is defined as the management function of

assigning duties, grouping tasks, formal reporting relationships and ensuring effective

coordination within the organization.

4. What is Specialization?

Specialization is the process in which a person is specialized in a particular subject,

in a profession, art, course or in a work, they are said to be more known in a

particular subject. Specialization means the process of dividing the work. Specialization

permits individuals to develop expertise in their assigned tasks and their own and groups

effectiveness. Specialization refers to the degree to which the overall organizationsactivity is broken down into smaller components.

5. What is Job design?

Job design is usually broad enough to accommodate peoples needs and desires. It maybe especially appropriate to design jobs for exceptional persons in order to utilize their

potential. People spend a great deal of time on the job and it is therefore important to

design jobs so that individuals feel good about their work. Two important goals of jobdesign are:-

To meet the organizational requirements such as higher productivity, operational

efficiency, quality of products/service etc.

To satisfy the needs of the individual employees like interests, challenge,

achievement etc.

6. What are the benefits of Specialization?

Specialization refers to the degree to which the overall organizations activity is broken

down into smaller components. The benefits of specialization are as follows:-

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Good quality of products

Less consumption of work time

Less but effective utilization of resource and

Organizational growth.

7. What are the limitations of Specialization?

Specialization permits individuals to develop expertise in their assigned tasks and their

own and groups effectiveness. The limitations of specialization are as follows:-

(a) Workers who must perform highly specialized tasks over and over again become

bored and dissatisfied with the work;

(b) Specialized tasks seldom offer the worker any real challenge and few opportunities to

learn and grow;

(c) Worker becomes bored with the work, monotony, absenteeism, tardiness increases

and the quality of work decreases; and

(d) The workers dissatisfaction has a strong negative impact on overall organizationalmorale and effectiveness.

8. What is Job rotation?

Job rotation is an important method for broadcasting the outlook of managers andpotential managers. They are transferred from one job to another and from one

department to another in a systematic way .This method provides a great deal of job

experience for potential executives who need the broadening of their outlook and an

increased understanding of managerial aspects. The idea in this method is to import anoverall knowledge and familiarity with different jobs.

9. What is Job enlargement?

Job enlargement refers to enlarging the range of tasks in a job to make it more broad-

based. It is the strategy adopted by many managers to combat the maleffects such as

division of labour, assembly line and job simplification which has made the jobs dull and

monotonous. It attempts to make a job more valid by removing the dullness associatedwith performing repetitive operations. As a result there was variety and challenge in the

job. Workers will get job satisfaction and there is also improvement in their performance.

10. What is Job enrichment?

Job enrichment is a non-financial motivational technique which emphasizes the needfor challenging and interesting work. It implies increasing the contents of the job or

the deliberate upgrading of responsibility, scope and challenge in work. It is thereforebased on the assumption that in order to motivate personnel, the job itself must provide

opportunities for achievement, recognition, responsibility, advancement and growth. The

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job is designed in such a manner that it becomes more interesting and challenging to the

job holder.

11. What is Departmentation?

Departmentation means the process of grouping of similar activities of the business

into department, division or other homogenous unit. It is used for the purpose offacilitating smooth administration at all levels. This facilitates communication, co-

ordination and control, thus contributing to organizational success. It creates semi-

autonomous units with independent responsibilities, providing satisfaction to the managerwhich in turn improves efficiency and effectiveness.

12. What is Functional Departmentation?

Grouping activities in accordance with the functions of an enterprise called functional

departmentation embodies what enterprises typically do. Since all enterprise

functions are production, selling and financing, it has been logical to group these

activities into such departments as engineering, production, sales or marketing andfinance.

13. What are the advantages of Functional Departmentation?

Functional departmentation involves the grouping of people on the basis of their overallfunction such as manufacturing, finance, production and human resources. The

advantages of Functional departmentation are:-

Most logical, time proven and natural form of departmentation

Provides specialization which makes optimum utilization of man power

Ensures the performance of all activities necessary for achieving organizationalobjectives

Facilitates delegation of authority

Permits effective control over performance

Eliminates costly duplication of effort and

Makes management easier because managers have to be experts only in a narrow range

of skills.

14. What are the demerits of Functional Departmentation?

Functional departmentation involves the grouping of people on the basis of their overall

function such as manufacturing, finance, production and human resources. Thedisadvantages of functional departmentation are given below:-

Provides poor communication across functional departments

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Slow response times to external changes

Decisions to be concentrated at the top management resulting in delays and

Creates an atmosphere in which it is difficult to pinpoint responsibility for problems.

15. What are the components of Divisional Departmentation?

Departmentation means the process of grouping of similar activities of the business into

department, division or other homogeneous units. It is used for the purpose of facilitating

smooth administration at all levels. The various components of divisionaldepartmentation are:-

Departmentation by Functions

Departmentation by Products

Departmentation by Territory

Departmentation by Customers

Departmentation by Process or Equipments and

Departmentation by Time and Numbers.

16. What is Product Departmentation?

Product departmentalization is defined as creating a division or department for each

product or product line. Every major product is organized as a separate department. It isgenerally employed when the product is relatively complex and a great deal of capital is

required for plant and equipment.

For ex: A big company with diversified product line may have three product divisions-

one for plastic, chemicals and metals. Each division is subdivided into production, sales,finance and personnel activities.

17. What is Recruitment and Selection?

Recruitment: Recruitment is the process of finding and attracting capable applicants

for employment. The process begins when new recruits are sought and ends when theirapplications are submitted. The result is a pool of applicants from which new employees

are selected.

Selection: Selection is the process of differentiating between applicants in order to

identify those with a greater likelihood of success in a job. It is the process of making

choice of individuals possessing the required qualifications and skills necessary to

perform the job successfully.

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18. What is Aptitude test?

Aptitude test is used formeasuring human performance characteristics related to the

possible development of proficiency on specific jobs. It measures the latent or potentialcharacteristics to do something provided proper environment and training are added to

individuals. Aptitude test is designed to examine whether a candidate is likely to be ableto acquire the skills and knowledge necessary to perform the job. It is used to measure the

job proficiency and job training of an employee.

19. What is Intelligent test?

Intelligent tests are the tests that measure a candidates existing intelligence. It is related

to job concern such as wiring, assembling, artistic etc. This includes verbal

comprehension, word fluency, memory, reasoning, speed of perception, etc. IQ(Intelligent Quotient) is calculated as follows: mental age

IQ = -------------- * 100.

actual age

20. What is Personality test?

Personality test is administered to predict performance success for jobs that require

dealing with people, or jobs that are essentially supervisory or managerial in

character. It is a projective test as it projects the personality of an individual who may be

employed by the organization. Personality tests are a type of psychological questionnaire

designed to measure the more permanent emotional tendencies people have, that make uptheir personality.

Ex: Thematic Apperception Test (TAT)

21. What is On-the-job training?

On-the-job describes training that is given in a normal working situation, using the

actual tools, equipment, documents or materials that they will use when fully

trained. On-the-job training (OJT) is one of the best training methods because it is

planned, organized, and conducted at the employee\'s worksite. OJT will generally be theprimary method used for broadening employee skills and increasing productivity. It is

particularly appropriate for developing proficiency skills unique to an employee\'s job-

especially jobs that are relatively easy to learn and require locally-owned equipment andfacilities.

Ex: Coaching.

22. What is Off-the-job training?

Off-the-job training takes place away from normal work situation which means that the

employee is not regarded as productive worker when training is taking place. Anadvantage of off-the-job training is that it allows people to get away from work and

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totally concentrate on the training being given. This is most effective for training

concepts and ideas.

Ex: Seminars and lectures.

23. What is Matrix Organisation?

Matrix structure is a hybrid organizational form, containing characteristics of both

project and functional structures. It is two dimensional pattern developed to meet theproblems of growing size and complexity of undertakings. Matrix organization is any

organization that employs multiple command structure but also related support

mechanism and an associated organizational culture and behavioural pattern.

It is defined as any organization that employs a multiple command system that includes

not only the multiple command structure but also related support mechanism and anassociated organizational culture and behaviour pattern.

24. What is an Organizational chart?

According to George Terry, Organizational chart is a diagrammatical form, which

shows the important aspects of an organization including the major functions and their

respective relationships, the channels of supervision, and the relative authority of each

employee who is in charge of each respective function. It is a representation of theframework or structure of an organization. It may be a vertical or top-down chart,

horizontal or left to right chart and circle or concentric chart.

25. What is Span of Control?

Span of Control or Span of Management means the number of people effectively

managed by a single superior in an organization. It is also known as Span ofSupervision, Span of Authority and Span of Responsibility. It is very difficult todecide the appropriate span of control. It is related to the degree of responsibility

exercised by the group members. It refers to the number of subordinates that report

directly to a single manager or superior.

26. What is Line authority?

Line authority, the basic authority in an organization, is the ultimate authority to

command, act, decide, approve or disapprove-directly or indirectly-all the activities ofthe organization. It is the authority to direct the work of others and to require them to

conform to decisions, plans, policies, systems, procedures and goals. Line authority

exists between superior and his subordinate.

In the organizing process, activities are assigned to the individuals making them

responsible for the proper performance of these activities. Line officials are in the chainof command from the highest executive to the lowest position in the organization.

28. What is Staff authority?

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Staff authority refers to those elements which have responsibility and authority for

providing advice and services to line in attainment of objective. It is best defined asauthority whose scope is limited, by the absence of the right to direct or command, to

such auxiliary and facilitating activities as planning, recommending, advising or

assisting.

The nature of staff authority is advisory. Staff managers cannot issue orders. They canprovide better solutions to organizational problems in their areas. Staff may be divided

into- personal staff, specialized staff and general staff.

29. What is Functional authority?

Functional authority occupies a midway position between line and staff authority. It is a

means of putting the staff specialists in top positions for the entire enterprise and it

confers upon the holders a limited power to command over the people of different

departments concerning their function. It remains confined to functional guidance ofdifferent departments.

Functional authority differs from line authority in that its right to command is limited to a

particular specialized area. It differs from staff authority in that functional authority

confers upon its holders the right to command in matters pertaining to that function.

27. What is a Committee organization?

A committee is a group of persons formed to discuss and deliberate on problems and

to recommend or decide solutions. Its area of operation is determined by itsconstitution. Its scope of activities is limited. This authority is expressed in terms of one

member one vote. It is a group of six people- two to do the work, three to pat those two

on the back, and one to present a minority report. A committee usually represents a

modification in the existing line, line and staff and functional organization structures. It isan aid to the existing organization, rather than an essential part of it. According to the

nature of their constitution and functions, committees are classified as:

Line and Staff committees

Formal and Informal committees

Standing and Adhoc committees

Executive committee and

Coordinating committee.

28. What is a Project organization?

Project Organization is oriented towards the completion of a big project or small

number of big projects of long duration. It is usually structured to facilitate planning

and designing of the product, completion of the assigned task and phasing out of the

project. Each project is organized as a semi-autonomous project division. The activities

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of project team members are coordinated by a project manager who is ultimately

responsible for success of project.

The need for project organization is felt when an organization is to execute a project orprogramme which is subject to high standards of performance as in case of aircraft

companies.

16 Marks

1. Explain the concept of Functional authority.

Functional authority occupies a midway position between line and staff authority . It is

a means of putting the staff specialists in top positions for the entire enterprise and it

confers upon the holders a limited power to command over the people of different

departments concerning their function. It remains confined to functional guidance ofdifferent departments.

Functional authority differs from line authority in that its right to command is limited to a

particular specialized area. It differs from staff authority in that functional authorityconfers upon its holders the right to command in matters pertaining to that function.

Definition, nature and purpose of authority

Nature of Functional authority

Benefits and limitations of functional authority

Benefits

Specialists give expert advice to workers

Relives line executives of routine

Reduces number of accidents and wastages

Duties by an individual are performed in a better manner.

Limitations

Danger of undermining authority

Lack of staff responsibility

Thinking in vacuum

Managerial problems

Delegation of authority

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Importance of authority.

2. Discuss Delegation of Authority.

Authority is the right to give orders and the power to exact obedience. It is the power

to command order to act or not to act in a manner deemed by the possessor to further

enterprise or departmental purposes.

Features of authority

How authority is delegated

Process of delegation

Splintered authority

Principles of delegation

Personal attitudes towards delegation

Respectiveness

Willingness to let go

Willingness to let others make mistakes

Willingness to trust subordinates and

Willingness to establish and use board controls.

Guide for overcoming weak delegation

Assignments and delegate authority in light

Select the person in light of the job to be done

Maintain open lines of communication

Establish proper controls and

Reward effective delegation and successful assumption of authority.

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3. Explain the (i) concept of decentralization (ii) factors determining the degree of

decentralization of authority.

Decentralization refers to the systematic effort to delegate to the lowest levels allauthority except that which can only be exercised at central points. It means dispersal of

decision-making power to the lower levels of the organization.

Factors that cause decentralization of authority

Need is realized to take quick and appropriate decisions on the spot at any level

Top management wants to reduce communication work

Technological changes

Growth and diversification of activities of the company

Provide special emphasis on a product line or a market and

Physical dispersion of activities of the company.

Degree of Decentralization of authority

Number of decisions made lower down the management hierarchy is greater

More important decisions are made at the lower level

More functions are affected by decisions made at lower levels and

Less checking on the decisions made at the lower level.

Advantages of decentralization

Limitations of decentralization.

Achieving effective decentralization.

4. Explain staffing in detail.

Staffing is concerned with manning various positions in the organization. It involves

the determination of manpower requirements of the enterprise and providing it withadequate competent people at all levels. The staffing function of management pertains to

recruitment, selection, training, development, appraisal and remuneration of personnel. It

is the tendency in modern organizations to create a separate HR department to performthe staffing function.

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Nature and Role of staffing

Factors affecting staffing

External factors

Internal factors

Functions of Human Resource Management

Significance and Process of Manpower planning

Importance of Staffing function.

5. Discuss the different sources of Recruitment.

Recruitment is the process of finding and attracting capable applicants foremployment. The process begins when new recruits are sought and ends when their

applications are submitted. The result is a pool of applicants from which new employeesare selected.

Internal sources

Transfer Promotion

External sources

Advertisement

Recommendations

Hate applicants

Employment Exchange

Personal consultants

Educational Institutions

Waiting List

Unsolicited applications

Jobbers and Contractors

Field topics

Leasing

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Importance of Recruitment.

6. Explain in detail the Selection process.

Selection is the process of differentiating between applicants in order to identify those

with a greater likelihood of success in a job. It is the process of making choice of

individuals possessing the required qualifications and skills necessary to perform the jobsuccessfully. The process of selection leads to employment of persons having the ability

and qualifications to perform the jobs which have fallen vacant in an organization.

Curriculum vitae and application form

Personal information

Educational information

Extra curricular activities

Work experience and training

Short listing

Testing

Ability test

Aptitude test

Performance test

Personality test

Interviewing

Obtaining references

Medical Examination

Final selection

Letter of Offer

Induction and orientation.

7. What is performance appraisal?

Performance Appraisal is a formal, structured system of measuring and evaluating an

employees job related behaviours and outcomes to discover how & why the employee

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is presently performing on the job and how the employee can perform more

effectively in the future so that the employee, organization & society can benefit.

Introduction

Meaning

Objectives

Problems in performance appraisal

Faulty assumptions

Psychological Barriers

Halo effect

Personal Prejudice

Subjectivity

Essentials of effective appraisal

Criteria for measurement of performance

Methods of performance appraisal

Trait-based appraisal

Graphic scale method

Ranking method

Grading

Forced distribution method

Checklist method

Critical incident method

Group appraisal

Appraisal by results

Management By Objectives (MBO)

Behaviourally Anchored Rating Scales (BARS)

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Assessment centers

Appraising managers as managers

8. Discuss the importance of training and the methods of training.

Training is the act of increasing the knowledge and skills of an employee for doing aparticular job. Training should mould the attitude of a worker towards other coworkers,

supervisor and the organization

UNIT IV- DIRECTING

2 Marks

1. Define Direction.

Direction may be defined as the process of instructing, guiding and inspiring human

factors in the organization to achieve organization objectives.

2. State two important characteristics of Directing.

Any two characteristics of Directing are:

Directing is an important managerial function through which the management initiates

actions in the organisation.

It is a continuous process and it continues throughout the life of the Organization.

3. List out the human factors in managing.

The Human factors in managing include:

Multiplicity of roles

Individuality and

Personal dignity.

4. Define creativity.

Creativity is defined as the ability to produce new and useful ideas through the

combination of known principles and components in novel and non obvious ways.Creativity exists throughout the population largely independent of age, sex and education.

5. What are the steps involved in creative process?

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Creativity is defined as the ability to produce new and useful ideas through the

combination of known principles and components in novel and non-obvious ways. Thesteps involved in creative process are:

Saturation

Preparation

Frustration and incubation

Inspiration or illumination

Verification

6. How are problems solved by creative tool?

Creativity tools are designed to help you devise creative and imaginative solutions to

problems. Creativity tools are designed to help you devise creative and imaginative

solutions to problems.

7. What is a SCAMPER tool?

SCAMPER is a checklist that helps us to think of changes where

S - Substitute

C - Combine

A - Adapt

M - Modify

P - Put to another use

E - Eliminate and

R - Reverse.

8. What is a meant by reframing matrix?

Reframing matrix is a simple technique that helps to look at business problems from a

number of different viewpoints. The approach relies on the fact that different people withdifferent experience approach problems in different experience approach in different

ways.

9. What are the steps involved in simplex tool?

Simplex tool is an industrial-strength creativity tool. The steps involved in simplex tool

are:-

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Problem finding

Fact finding

Problem definition

Idea finding

Selection and evaluation

Planning

Sell data and

Action.

10. Differentiate Innovation and Invention.

Innovation means the use of creative ideas. It is not only relevant to high-techenterprises but also crucial for old-line, traditional companies, which may not servicewithout the infusion of innovation.

Ex: A new product or a service.

Invention means really finding new things that are not already available. It is mostlyapplicable in the field of science.

Ex: Invention of radio.

11. How can be harmonizing objectives achieved?

Harmonizing objectives can be achieved through:

Mutual trust

Cooperation and understanding and

Workers participation in management.

12. Define Multiplicity of Roles.

Individuals are not only the productive factor in management Plans. They are

members of social system of many organizations.

13. Creativity refers to the _____________________________

It is the ability and power to develop to develop new ideas.

14. Define Motivation.

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Proper utilization of human resource possible since it inspires employees to make best

possible use of different factors of production. Motivation means a process of

stimulating people in action to accomplish desired goals.

15. Name the steps involved in motivation process.

Motivation is a behavioural concept that directs human behaviour towards certain goals.The steps involved in the motivation process include,

Analysis of situation

Preparing, Selecting and applying a set motivating tools.

Follow-up.

16. What are the types of motivation?

Motivation is a complex process which is created because of the nature of needs and the

type of behaviour that is attempted to satisfy those needs. The types of motivation are:

Positive motivation

Negative motivation

Extrinsic motivation and

Intrinsic motivation.

17. What are the different Motivational theories?

The different motivational theories include:

Mc Gregors Theory X and Theory Y.

Maslows need hierarchy theory

Herzberg theory of motivation.

18. List out the basic needs in hierarchy.

The basic needs in hierarchy include:

Physiological needs

Safety needs

Social needs

Self-Esteem needs and

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Self-actualization needs

19. Who is a leader?

Leader is one who makes his subordinates to do willingly what he wants. The efforts of

subordinates are to be channelised in the right direction by him.

20. Define Leadership.

Leadership is the process of influencing the behaviour of others towards the

accomplishment of goals in givens situations. Leadership is the art of process ofinfluencing people so that they will strive willingly towards the achievement of group

goals.

21. List the few leadership theories?

Few leadership theories include:

The Michigan studies

The Ohio state university studies and

The Managerial grid.

22. State House-path goal approach.

Leaders are effective because of the influence on followers motivation ability to

perform and their satisfaction. This path goal is employed because the leader setup clear

guidance through which the subordinates can achieve goals.

23. Name the various leadership styles.

The various leadership styles include:

Autocratic leadership

Democratic leadership and

Laissez-faire leadership.

24. What is Laissez faire?

Complete freedom is given to the subordinate so that they plan motivate control and

otherwise be responsible for their own actions.

25. What is communication?

Communication is the transmission of information from one person to another person.

Ex: Business communication.

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26. Mention the various elements in the process of communication?

The various elements in a communication process:

Sender

Communication channels

Symbols

Receiver

Noise and feed back.

27. Name the various types of communication.

The various types of communication are:

Downward and Upward communication

Formal and Informal communication

Horizontal and Vertical communication.

16 Marks

1. Explain the creative process?

Creativity: Creativity is the ability to create large number of ideas quickly. Creativeprocess has interacting and over lapping phase. It has four phases:

Unconscious Scanning

Intuition

Insight

Logical Formulation

Unconscious Scanning: A condition beyond consciousness.

Intuition: It connects unconscious with conscious

Insight: It is the result of hard work

Logical Formulation: referred to as verification

Techniques to enhance creativity:

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The following are the techniques to enhance Creativity:

1. Brainstorming Technique used for problem solving by using new methods

2. Synectics In this technique group members are selected according to problem oforganization. Then a group leader s chosen who plays a vital role in this process.

2. Explain the importance of leadership?

The word leadership implies responsibility, authority and status but power and

decision making provide the foundations for leadership.

Four skills needed for Leadership

Leaders Skills.

Technical Skills.

InterpersonalSkills.

ConceptualSkills.

Theories of leadership

TraitApproach.

BehavioralTheory.

Laissez-FaireLeadership.

3. Explain the motivation process?

4. Explain the Maslows need hierarchy theory?

Motivation is the process of initiating and directing behavior defined by Victor Vroom.

Edwin B. Flippo defined motivation as process ofattempting to influence others to doyour will through possibility of gain or reward.

One of the most popular theories of motivation is the hierarchy of needs theory,developed by an American Psychologist Abraham Maslow and popularized as Maslows

need hierarchy theory.

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Maslow defined basic human needs as,

1. Physiological needs.

2. Safety Needs/ Security Needs.

3. Social Needs.

4. Esteem Needs.

5. Self-Actualization needs.

In the hierarchy first two needs i.e. physiological needs and safety needs are called, aslower level needs. These needs are finite. The next three needs i.e. social needs, esteem

needs and self actualization needs are higher level needs. The higher level needs are

infinite.

5. Explain the special motivational techniques?

Motivation is the process of initiating and directing behavior defined by Victor

Vroom.

Edwin B. Flippo defined motivation as process of attempting to influence others to doyour will through possibility of gain or reward.

Reinforcement theory is the special motivational technique adopted that examines theeffects those consequences have on motivation and behavior.

The two principal approaches that can be used to increase the probability of behavior

desired by the manager or the organization are as follows,

1) Positive Reinforcement are desirable consequences often referred to as rewards,

being given or applied, increase the likelihood of behavior being repeated in the future.

For positive reinforcement to be effective in motivating behavior in organizationalsettings, they should have the following attributes.

(a) Equitable

(b) Efficient

(c) Available

(d) Not Exclusive

(e) Visible

(f) Reversible

2) Negative Reinforcement removal of undesirable consequences, that is,

consequences that a person performing an act does not want, can increase the likelihood

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of that behavior being repeated in the future. The removal of such undesirable

consequences is called a negative Reinforcement. For negative reinforcement to beeffective, they should have the following attributes.

(a) Punishments

(b) Extinctions

6. Explain the communication process?

Communication is the exchange of messages between people for the purpose of

achieving common meanings. Although communication applies to all phases of

managing, it is particularly important in the leading function.

The basic communication process consists of the following components

(i) Sender.

(ii) Transmission of message (medium).

(iii) Receiver.

(iv) Feedback.

(v) Noise.

Sender: The sender is the initiator of the message. Message are usually initiated by

thought or in response to outside stimulus.

Transmission Medium: The message is transmitted over a medium/ channel that links

the sender with the receiver.

Receiver: The receiver is the person with whom the message is exchanged.

Noise: In communication process noise is the factor that interferes with exchanging

messages which hampers achieving common meaning.

Feedback: It provides preliminary information to the sender about the success of thecommunication process.

7. Explain the barriers to effective communication and suggest measures for

improvement.

Communication is the exchange of messages between people for the purpose of achieving

common meanings.

Communication breakdown is one of the major problems in communication process.

Improper communication spoils the teamwork or co-ordination in an organization.

Various causes of barriers in communication are

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1. Lack of Planning

2. Unclarified Assumptions

3. Semantic distortion

4. Poorly expressed messages

5. Loss by transmission

6. Poor listening

7. Impersonal communication

Effective Communication:

For effective communication in an organization several approaches can be used such as

Communication Audit

Communication techniques.

8. What is communication? Explain the principles of effective communication.

Communication is the exchange of messages between people for the purpose of achieving

common meanings. Although communication applies to all phases of managing, it is

particularly important in the leading function.

Principles of effective communication:

Effective communication calls for coordinated efforts. It is necessary to understand the

essentials of good communication and work towards achieving them. They are :

Be clear about the purpose

Understand the process of communication

Be clear about the target audience

Develop good communication skills

Be well informed

Plan your communication

Be positive in approach

Be sincere, dont manipulate

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Be consistent

Appreciate the time factor

Use proper modes and channels

Be cost conscious

Obtain feedback

9. Explain the different styles of leadership.

The word leadership implies responsibility, authority and status but power and

decision making provide the foundations for leadership.

A leader has to lead

POM Concept

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